Internet Essays (2669 words) - Negotiation, Dispute Resolution

Internet 1.0 INTRODUCTION Negotiation is a common word that always appears in our personal and professional lives. Business is also negotiating. From the day you start thinking about having your own company, you are negotiating every step of the way. We negotiate when we buy office furniture, or when we do a project with co-worker, or when we are dealing with customers or even business partners. You will pay a price if you do not recognise the process for negotiation. Sometimes it is easy to negotiate, but other times, when we have a great deal at stake or we are upset, the task can be intimidating or difficult. In this paper, we are going to talk about what negotiation is, some stages, rules, strategies, etc. that can help you work and negotiate more effectively with your customer, co-workers, and boss. Also, they are also applicable to other interpersonal situations. (http://members.nbci.com/_XMCM/cooperate/neg.htm) & (http://www.findarticles.com/cf_1/m1471/n3_v20/20350497/print.jhtml) 2.0 FINDINGS 2.1 What negotiation means Negotiation is the process through which two or more parties seek an acceptable rate of exchange for items they own or control. (Meredith & Mantel, 2000, p.229) Negotiation is a field of knowledge and endeavor that focuses on gaining the favor of people from whom we want things. (Meredith & Mantel, 2000, p.229) Negotiating is an inter-personal process. Each negotiating situation is different and influenced by each partys skills, attitudes and style. Understanding the negotiation process and the party involved with allow us to manage negotiation easier in satisfying both parties interest. Increase your salary; get you a better position; gather support for your project or department; gain approval for a budget; and improve your chance for success on the job are the reasons for negotiation. You will benefit through the process of negotiation if you success at the end. Therefore, it pays to overcome your aversion to haggling and your negotiating skills will be improved through the entire process. (http://www.findarticles.com/cf_1/m1471/n3_v20/20350497/print.jhtml) & (http://www.smartbiz.com/sbs/arts/bly60.htm) 2.2 Types of Negotiation Within Organization 2.2.1 Horizontal or In-Team Negotiations STAFF (PARTY A) STAFF (PARTY B) (http://www.lead.org/lead/training/international/usa/1999/docs/papers/effective_negotiation_techniques.htm) This type of negotiation refers to negotiations within group. Examples of this type of negotiation include assigning project responsibility, project meeting date and time, etc.) 2.2.2 Vertical Negotiations (http://www.lead.org/lead/training/international/usa/1999/docs/papers/effective_negotiation_techniques.htm) This type of negotiation refers to negotiations within organization. Normally this type of negotiations occurs between Manager to Staff, Management to Manager, Staff to Customers, etc. 2.2.3 External Negotiations (http://www.lead.org/lead/training/international/usa/1999/docs/papers/effective_negotiation_techniques.htm) This type of negotiation includes some external bodies such as Government, Trade Associations, etc. Company policy and Trade policy are examples of the issues to be negotiated. 2.2.4 Others Other types of negotiations include spokesperson negotiations, subcommittee negotiations, and multilateral negotiations, which are normally, occur in an informal private conference between staff. Member 1 in Party A have an informal conversation with Member 1 in Party B is an example of informal private conference. (http://www.lead.org/lead/training/international/usa/1999/docs/papers/effective_negotiation_techniques.htm) 2.3 Possible outcomes of Negotiation 2.3.1 Integrative (Win-Win) Integrative refers to a type of negotiation outcomes, which is a both sides WIN situation. Both parties cooperate in the negotiation process to maximize and distribute resources fairly to achieve mutual benefits. Integrative outcome is an ideal outcome that can maintain relationship with others for further development. (http://www.cba.neu.edu/~ewertheim/interper/negot3.htm) 2.3.2 Distributive (Win-Lose) Distributive refers to a type of negotiation outcomes, which are one side WIN and one side LOSE. The main reason of ending up a Win-Lose situation is one persons interests oppose the others and to maximise ones own interests. The dominant strategies in this mode include manipulation, forcing, and withholding information. (http://www.cba.neu.edu/~ewertheim/interper/negot3.htm) 2.4 Types of negotiators Negotiation is always affected by the personality of the negotiators. There are 2 main types of negotiator personality. They are: 2.4.1 Autocratic Negotiators Autocratic Negotiators clearly understand what they want and need in the negotiation process. But very often, you will find this type of negotiators fail to negotiate effectively because they do not have the ability to listen the need of the other party to figure the big picture of the negotiation issue. (http://www.onlinewbc.org/Docs/manage/negotiating.html) 2.4.2 Accommodating Negotiators Accommodating Negotiators are more concerned about what the other party want than their own needs. Accommodating Negotiators try to avoid argue and conflict arise in the negotiation process by giving certain amount of compromise, sometimes even override their own interest. (http://www.onlinewbc.org/Docs/manage/negotiating.html) 2.4.3 Good Negotiators The project manager must be a highly skilled negotiator in order to meet the high demands of a job of a project manager. A good/highly skilled negotiator

Definition of Horticultural Society in Sociology

Definition of Horticultural Society in Sociology A horticultural society is one in which people subsist through the cultivation of plants for food consumption without the use of mechanized tools or the use of animals to pull plows. This makes horticultural societies distinct from agrarian societies, which do use these tools, and from pastoral societies, which rely on the cultivate of herd animals for subsistence. Overview of Horticultural Societies Horticultural societies developed around 7000 BCE in the Middle East and gradually spread west through Europe and Africa and east through Asia. They were the first type of society in which people grew their own food, rather than relying strictly on the hunter-gather technique. This means that they were also the first type of society in which settlements were permanent or at least semi-permanent. As a result, the accumulation of food and goods was possible, and with it, a more complex division of labor, more substantial dwellings, and a small amount of trade. There are both simple and more advanced forms of cultivation used in horticultural societies. The most simple use tools such as axes (to clear forest) and wooden sticks and metal spades for digging. More advanced forms may use foot-plows and manure, terracing and irrigation, and rest plots of land in fallow periods. In some cases, people combine horticulture with hunting or fishing, or with the keeping of a few domesticated farm animals. The number of different kinds of crops featured in gardens of horticultural societies can number as high 100  and are often a combination of both wild and domesticated plants. Because the tools of cultivation used are rudimentary and non-mechanic, this form of agriculture is not particularly productive. Because of this, the number of people composing a horticultural society is typically rather low, though can be relatively high, depending on the conditions and technology. Social and Political Structures of Horticultural Societies Horticultural societies were documented by anthropologists all over the world, using various types of tools and technologies, in many different climatic and ecological conditions. Because of these variables, there was also variety in the social and political structures of these societies in history, and in those that exist today. Horticultural societies can have a matrilineal or patrilineal social organization. In either, ties focused on kinship are common, though larger horticultural societies will have more complex forms of social organization. Throughout history, many were matrilineal because the social ties and structure were organized around the feminized work of crop cultivation. (Conversely, hunter-gatherer societies were typically patrilineal because their social ties and structure were organized around the masculinized work of hunting.) Because women are at the center of work and survival in horticultural societies, they are highly valuable to men. For this reason, polygyny- when a husband has multiple wives- is common. Meanwhile, it is common in horticultural societies that men take on political or militaristic roles. Politics in horticultural societies is often centered on the redistribution of food and resources within the community. Evolution of Horticultural Societies The kind of agriculture practiced by horticultural societies is considered a pre-industrial subsistence method. In most places around the world, as technology was developed and where animals were available for plowing, agrarian societies developed. However, this is not exclusively true. Horticultural societies exist to this day  and can be found primarily in wet, tropical climates in Southeast Asia, South America, and Africa. Updated by Nicki Lisa Cole, Ph.D.

Airline Customer Relationship Management Tool

Existing System b. proposed System 3. Feasibility Report a. Technical Feasibility b. Operational Feasibility c. Economical Feasibility 4. System Requirement Specification Document a. Overview b. Modules Description c. Process Flow d. SDLC Methodology e. Software Requirements f. Hardware Requirements 5. System Design a. DFD b. E-R diagram c. UML d. Data Dictionary 6. Technology Description 7. Coding 8. Testing Debugging Techniques 9. Output Screens 10. Reports 11. Future Enhancements 2. Conclusion 13. Bibliography * INTRODUCTION The Main Objective of this System is to design a system to accommodate the needs of customers. This application helps a customer to know about the flight’s information and can reserve seats throughout the globe irrespective of the location. This is a computerized system to make seats reservations, keep ticket bookings and availability details up-to-date. This web based system provides all flight’s information, availability of flights, availabili ty of seats. It contains information about pilots, air hostess and airport information. It also provides time schedules for different flights and source, destination details. It provides cost of tickets and enquiry details. Features of the project Reduces the complexity present in the manual system and saves time. 1. Users can access the required data easily. 2. It maintains accurate information. 3. Provides instantaneous updated information to all users. 4. Communication is fast and clear and avoids misunderstandings. It is a computerized system to make room reservations and keep room bookings and availability of details up-to-date System Analysis Purpose of the System This web based system provides all flight’s information, availability of flights, availability of seats. It contains information about pilots, air hostess and airport information. It also provides time schedules for different flights and source, destination details. It provides cost of tickets and enquiry details. Existing System * This system doesn’t provide register the multiple Flights * This system doesn’t provide online help to the public Proposed System The development of this new system contains the following activities, which try to develop on-line application by keeping the entire process in the view of database integration approach. * This system provide online help to the public * This system provide agents registration and book the bulk tickets * This system provide late running flights information before 3 hours * Online status of the tickets must be provided in real time Feasibility Study TECHNICAL FEASIBILITY Evaluating the technical feasibility is the trickiest part of a feasibility study. This is because, at this point in time, not too many detailed design of the system, making it difficult to access issues like performance, costs on (on account of the kind of technology to be deployed) etc. A number of issues have to be considered while doing a technical analysis. i) Understand the different technologies involved in the proposed system Before commencing the project, we have to be very clear about what are the technologies that are to be required for the development of the new system. i) Find out whether the organization currently possesses the required technologies * Is the required technology available with the organization? * If so is the capacity sufficient? For instance – â€Å"Will the current printer be able to handle the new reports and forms required for the new system? † OPERATIONAL FEASIBILITY Proposed projects are beneficial only if they can be turned into information systems that will meet the organizations operating requirements. Simply sta ted, this test of feasibility asks if the system will work when it is developed and installed. Are there major barriers to Implementation? Here are questions that will help test the operational feasibility of a project: * Is there sufficient support for the project from management from users? If the current system is well liked and used to the extent that persons will not be able to see reasons for change, there may be resistance. * Are the current business methods acceptable to the user? If they are not, Users may welcome a change that will bring about a more operational and useful systems. * Have the user been involved in the planning and development of the project? Early involvement reduces the chances of resistance to the system and in * General and increases the likelihood of successful project. Since the proposed system was to help reduce the hardships encountered. In the existing manual system, the new system was considered to be operational feasible. ECONOMICAL FEASIBILITY Economic feasibility attempts 2 weigh the costs of developing and implementing a new system, agai nst the benefits that would accrue from having the new system in place. This feasibility study gives the top management the economic justification for the new system. A simple economic analysis which gives the actual comparison of costs and benefits are much more meaningful in this case. In addition, this proves to be a useful point of reference to compare actual costs as the project progresses. There could be various types of intangible benefits on account of automation. These could include increased customer satisfaction, improvement in product quality better decision making timeliness of information, expediting activities, improved accuracy of operations, better documentation and record keeping, faster retrieval of information, better employee morale. System Requirement Specification Modules Description No of Modules The system after careful analysis has been identified to be presented with the following modules: The Modules involved are 1. Admin 2. Flight 3. Reservation SDLC METHDOLOGIES This document play a vital role in the development of life cycle (SDLC) as it describes the complete requirement of the system. It means for use by developers and will be the basic during testing phase. Any changes made to the requirements in the future will have to go through formal change approval process. SPIRAL MODEL was defined by Barry Boehm in his 1988 article, â€Å"A spiral Model of Software Development and Enhancement. This model was not the first model to discuss iterative development, but it was the first model to explain why the iteration models. As originally envisioned, the iterations were typically 6 months to 2 years long. Each phase starts with a design goal and ends with a client reviewing the progress thus far. Analysis and engineering efforts are applied at each phase of the project, with an eye toward the end goal of the project. The steps for Spiral Model can be generalized as follows: * The new system requirements are defined in as much details as possible. This usually involves interviewing a number of users representing all the external or internal users and other aspects of the existing system. * A preliminary design is created for the new system. * A first prototype of the new system is constructed from the preliminary design. This is usually a scaled-down system, and represents an approximation of the characteristics of the final product. A second prototype is evolved by a fourfold procedure: 1. Evaluating the first prototype in terms of its strengths, weakness, and risks. 2. Defining the requirements of the second prototype. 3. Planning an designing the second prototype. 4. Constructing and testing the second prototype. * At the customer option, the entire project can be aborted if the risk is deemed too great. Risk factors might involved development cost overruns, operating-cost miscalculation, or an y other factor that could, in the customer’s judgment, result in a less-than-satisfactory final product. * The existing prototype is evaluated in the same manner as was the previous prototype, and if necessary, another prototype is developed from it according to the fourfold procedure outlined above. * The preceding steps are iterated until the customer is satisfied that the refined prototype represents the final product desired. * The final system is constructed, based on the refined prototype. * The final system is thoroughly evaluated and tested. Routine maintenance is carried on a continuing basis to prevent large scale failures and to minimize down time. The following diagram shows how a spiral model acts like: Fig 1. 0-Spiral Model ADVANTAGES * Estimates(i. e. budget, schedule etc . ) become more relistic as work progresses, because important issues discoved earlier. * It is more able to cope with the changes that are software development generally entails. * Software engineers can get their hands in and start woring on the core of a project earlier. SOFTWARE REQUIREMENT AND HARDWARE REQUIREMENT Software Requirements Operating System:Windows XP Professional or Above. Languages:C#. NET, ASP. NET Data Base:SQL Server. Web Server: IIS 5. 0 OR Above. Hardware Requirements Processor:Pentium IV Hard Disk:40GB RAM:512MB or more

Middle Eastern Origins of International Terrorism since 1945 Essay

Middle Eastern Origins of International Terrorism since 1945 - Essay Example For as long as we have had war, terrorism has been with us as a tactic to bring about change in atmospheres of political discontent and also to maintain control. From the Irish War to Osama Bin Laden, the world has experienced political activism to the extent of vandal, murder and suicide. According to Delaware: â€Å"The history of terrorism dates back at least 1500 years when Jewish resistance groups (66 - 72 A.D.) known as Zealots killed Roman soldiers and destroyed Roman property†. By the middle of the century, the Middle East has perfected and monopolized terror as a strategy to maintain control and promote their regimes. According to Middle East Info: â€Å"The Middle East includes 7 out of 19 of the most repressive regimes in the world. Arab and Iranian dictators oppress their subjects, sponsor half of the world’s major terror groups and imperil Israel, the Middle East’s sole democracy†. Today, tearful vigils in remembrance of the September 11 bombi ng of the World Trade Center in New York is the most historical bookmark of Middle Eastern terror. Concept of Terrorism Emotion is the culprit behind many of life’s extremities. Even a terroristic movement starts with some degree of emotional conflict. The concept of terrorism initially brings to mind political manipulation, kidnappings, bombings, and surprise attacks. The saddest aspect of the term is it is often aimed toward innocent bystanders, including women, senior citizens, and children who have no connection to any perceived offense. â€Å"Terrorism has been described variously as both a tactic and strategy; a crime and a holy duty; a justified reaction to oppression and an inexcusable abomination† .... ine terrorism in terms of law are listed in the table below: Definition of Terrorism, United States Code, (United States Code, 2012) Title 22 Chapter 38 of the United States Code (regarding the Department of State)definition of terrorism: : "The term 'terrorism' means premeditated, politically motivated violence perpetrated against noncombatant targets by subnational groups or clandestine agents† Title 18 United States Code defines international terrorism as: "Activities that . . . involve violent acts or acts dangerous to human life that are a violation of the criminal laws of the United States or of any State, or that would be a criminal violation if committed within the jurisdiction of the United States†¦[and] appear to be intended . . . to intimidate or coerce a civilian population; . . . to influence the policy of a government by intimidation or coercion; or . . . to affect the conduct of a government by mass destruction, assassination, or kidnapping† The essenc e of any terrorist movement is its threat to society. It is the basis for the existence of Homeland Security agencies. Regardless of how it is defined, terrorist tactics add up to one thing: violence. The violent approach arose from several circumstances in the 20th century. Nationalism developed in many countries, which undergirded many political movements and the formation of nationalist interest groups. The World Wars and the Cold War made fighting, death, and casualties a commonality. The tactic of taking hostages was added to the list of methods of political objection. The wars delegitimized any theories of peace and non-violent protest (Terrorism Research, 2012). The wars desensitized people to the death and breaking laws (Terrorist Research, 2012). The death toll of the wars overshadowed

What does organizing mean Case Study Example | Topics and Well Written Essays - 1000 words

What does organizing mean - Case Study Example The focus is on division, coordination, and control of tasks and the flow of information within the organization" (Erven 1994). Organizing allows the company to manage its resources and introduce effective management practices. Organizing function of management has a great impact on HRM (human resources management) and employee relations. Training is one of the tools used by Body Shop to improve skills and knowledge of employees. Body Shop proposes its employees eternal short courses, and further professional study in order to meet changing conditions and technological innovations. It motivates employees to pursue further education which helps employees to identify their career opportunities and goals. This training and learning is aimed at providing a blend of technical competence, social and human skills, and conceptual ability. This form of training is time and cost consuming. Following Hetman (1992), "managers must foster a culture of change in their departments. They must develop an environment in which workers expect but can cope with frequent and gradual changes in the way things get done and what is expected" (70). Body Shop organize its activities in order create a positive climate and corporate cu lture. Organizing function of management deals with delegation of authority and division of labor. In considering the limits of authority, an obvious limitation is that action conforms with the policies and programs of the company. In many cases, specific limitations are made (e.g. not to take on more staff without the approval of a superior). The reason why a subordinate accepts a superior's decision has been considered by many authorities. One line of thought is that there is an 'area of acceptance' wherein the subordinate is willing to accept the superior's instructions. In Body Shop, the main purpose of delegation is organize labor and introduce effective HR management. One employee cannot exercise all authority in making decisions as the company grows (Foss and Pedersen 2004). There is a limit to the number of persons that a manager can personally supervise. After this limit, the manager delegates authority to subordinates to make decisions. The work is delegated and the superior holds the subordinate accountable. The subordinate is responsible for doing the job; it is the superior's responsibility to see the job is done. "Delegation frees the manager from the tyranny of urgency. Delegation frees the manager to use his or her time on high priority activities" (Erven 1994). In Body Shop, it is upon this discretionary content that people feel the weight of responsibility and this is deemed measurable by finding the maximum period during which a person is relied upon to use his own judgment. The term 'time-span of discretion' therefore refers to the longest period that can pass before a superior makes an effective check on a person's work. Body Shop uses centralization and departmentalization of activities in order to provide effective management of HR. Body Shop groups in each organizational unit activities having a common purpose: sales department, accounting department, HR department, etc. The whole process is controlled by the problems that present themselves and the way the persons involved react to those problems, their value systems and their skills (Foss and Pedersen 2004). Because the concrete problems cannot be anticipated in any detail, and because they would in any event not present

Airline Distribution Systems in 2013 Essay Example for Free

Airline Distribution Systems in 2013 Essay Web based commerce and internet technology have dramatically transformed the airline industry throughout the past thirteen years. The internet has enabled travelers to bypass the traditional distribution pattern of travel agencies and enabled airlines to sell more directly to passengers (European Commission, 2006). Since the mid-1990s there have been some major changes to the airline ticket distribution industry which were both a result of internet technologies (GAO, 2003). Major U. S. Airlines claimed a net operating loss of nearly $10 billion in 2002 and had paid over $7 billion to distribute tickets to consumers (GAO, 2013). These distribution expenses include booking fees to global distributions system to the amount of hundreds of millions of dollars (GAO, 2003). Airlines would receive a set booking fee each time an airline ticket was purchased through a travel agent by the global distribution system used by the travel agent (GAO, 2003). Due to most U. S. carriers being largely dependent on each of the global distribution systems for distributing tickets to different travel agent and consumers and consumers having to subscribe and pay fees to each, there are concerns that the global distributions systems may exercise market ower over them (GAO, 2013). Market power would allow global distribution systems to charge high, noncompetitive fees to airlines and in turn, these costs may be passed on to consumers (GAO, 2013). Environment Two major changes have occurred in the airline ticket distribution industry since the 1990s that have produced cost savings for some major U. S. airlines (GAO, 2013). The airlines have developed less expensive internet ticketing sites that bypass global distribution systems and their fees and encourage consumers to book directly rather than through travel agencies (GAO, 2013). Between the years 1999 and 2002 the average percentage of tickets booked on-line either from airlines or travel agencies grew from 7% to 30% (GAO, 2013). (See Appendix A). The next effort to reduce costs that airlines made was the cutting the amount of commissions they would pay to travel agencies (GAO, 2013). These attempts have still not eliminated the dependence airlines have on global distribution systems. In the report made by the U. S.  Government Accountability Office (GAO), they were unable to determine the exact relationship between global distribution system booking fees and related costs and were not able to reach any conclusions towards the potential exercise of market power by global distribution systems in the airline ticket distribution industry (GAO, 2013). Despite these reports there have still been numerous complaints from airlines that the companies who distribute airline flight and fare information are stifling competition and violating federal anti-trust laws (Koenig, 2011). Government reports help airlines because they investigate claims which are made that could possibly violate anti-trust laws and act as a middleman to solve disputes. Travelport and Sabre are two large global distribution systems which have had investigations against them (Koenig, 2011). A third company, Amadeus, is another global distribution system and the three of them make up for all of the distribution systems in the U. S. (Koenig, 2011). The justice department has clearly stepped into the mix by investigating claims of monopoly power and anti-trust. Only announcements of such investigations have taken place with no more real information being handed to the public. American and US Airways have both filed lawsuits against the global distribution giant, Sabre (Koenig, 2011). Sabre was actually created by American Airlines but later spun off as a separate company (Koenig, 2011). American also sued Travelport for using monopoly tactics and burying their flight information (Koenig, 2011). With Travelport accounting for nearly $2. billion of American’s ticket sales last year, it is hard to see where the complaint lies yet American is intent of wrongdoing and is asking for government assistance through lawsuits (Koenig, 2011). Government institutions try to protect consumers and smaller companies in tourism by imposing anti-discrimination and anti-trust regulation to ensure that real information is presented and competition levels remain satisfactory (Beatrice, Cezar, Alexandra, 2013). Industry Airlines and independent travel agencies were amongst the first to take advantage of the marketing and sales opportunities the internet provided (Borenstein, Rose, 2013). Airlines saw the internet as a way to bypass the traditional sales channel of travel agents in order to gain control of lower costing electronic ticketing methods (Borenstein, Rose, 2013). The internet provided an alternative for airlines and lowered their fears of sales being blocked by ticketing agencies (Borenstein, Rose, 2013). Domestic airlines in Mumbai, India are attempting to not follow the conventional fixed commission system (Cuckoo, 2005). The issue of commission reduction has caused a huge stand-off between travel agents and international airlines (Cuckoo, 2005). Legacy airlines let by flag carrier Air-India announced in May, 2005 that they would cut commissions from 9% to 5% (Cuckoo, 2005). British Airways joined in with this plan and other European and Southeast Asian carriers were expected to follow suit (Cuckoo, 2005). Travel agents are planning to fight the commission cuts through the Travel Agents Association of India (TAAI) and the Travel Agents Federation of India (TAFI) (Cuckoo, 2005). Just as many U. S. Carriers have claimed fear of, agents in India announced a plan to boycott Air-India and to stop selling their airline tickets in the event of commissions being cut (Cuckoo, 2005). Low-cost carriers have an advantage to the internet because they can start off with new models of distribution whereas legacy carriers have been using agents for decades and it is hard for them to step out (Cuckoo, 2005). Air Decan is a low-cost airline in India that sells 35% of its tickets online and has been knowingly boycotted by agents because it offers a lower price, usually around 5% less, to consumers who book directly from them (Cuckoo, 2005). An International low-cost airline, Air-Arabia, will not pay any commissions to travel agents with its India flights (Cuckoo, 2005). Air-India’s low-cost subsidiary, Air-India Express will also have their passengers pay handling fees instead of the airlines (Cuckoo, 2005). Another Airline to consider is Frontier who makes their lowest fares available on both their own website and on the big online travel agencies (OTAs) such as Priceline and Expedia (Perkins, 2012). There is a difference however, when passengers purchase from any other site or agency other than Frontier, they only earn half of the amount of frequent flyer miles, do not get advanced seating, and will face higher fees for various changes (Perkins, 2012). Marketing Strategy and Situational Analysis Some may find it peculiar that companies are now battling other companies that they themselves created. The three major GDS systems that control most airline ticket distribution worldwide, Amadeus, Sabre, and Travelport provide OTAs with fare information and transact sales (Perkins, 2012). OTAs are used by most airlines in order to sell their tickets along with their own websites. In addition to providing airfares OTAs also provide hotel accommodations, rental cars, and most other popular travel services (Perkins, 2012). Airlines now want to avoid fees which were once accumulated through the use of agents and GDSs charge them anywhere between $5 and $12 to book a flight while a transaction through their own system probably costs less than $1 (Perkins, 2012). Now that the internet source is available and extremely efficient the airlines want to gain control back of their customers in order to be able to sell them additional services (Perkins, 2012). On their own sites they could have the ability to present upgraded options such as a bundled no-fee fare packages and can provide passengers with the ability to book semi-premium economy seats (Perkins, 2012). Airlines also want to avoid the easiness of price comparisons passengers have with OTAs in order to maximize their profits once again. The problem, as stated earlier in this paper, is that GDSs account for more than half of their business and to cut them out of the transaction stream completely would be extremely difficult (Perkins, 2012). Airlines are also signed into long-term GDS contracts that require that they provide the same fares to GDS that they have available on their website (Perkins, 2012). A third problem is that large buyers and managers of business travel are extremely dependents on GDS for various reasons such as fare, price, and other information that is required to control travel costs (Perkins, 2012). Attempts to move completely from GDS systems by most airlines have been unsuccessful but many have been able to find ways to shun them. Southwest is one who has managed to have their own system entirely because if you want to fly Southwest, you have to go to Southwest (Perkins, 2012). Allegiant and Spirit also provide only limited participation with GDS (Perkins, 2012). Others get around the contractual agreement of having the same fares available by offering discount promotional codes for direct bookings (Perkins, 2012). With the advantages of control of ticket distribution for the airlines stated and the various strategies used by each airline along with their strengths discussed, let us now look at the weaknesses of these distribution systems. The main weakness is that with the amount of passengers that do use OTAs, there’s a chance they will not use airlines that are not on these sites due to their popularity. Passengers want to be able to compare prices and OTAs provide just that. Passengers may not be willing to research fares on their own and may only go to their preferred airline if OTAs aren’t available. Airlines win if they are the airline of choice but if they aren’t they could be losing potential customers. Commercial Websites This study will look at two individual airlines and their websites and discuss how successful they are. According to Google Trends, the internet is the number one source for both business and leisure travel and roughly 83% of personal travelers use it as well as 77% of business travelers (The Economist, 2009). The two airlines in this review will be United Airlines and Southwest Airlines. Commercial websites need to consider what customers experience when searching for information, evaluating alternative products, and purchasing them (Peter, Donnelly, 2013). We will be reviewing these three basic areas of which web site designers should consider for each United and Continental Airlines. With information search, there needs to be ease of navigation, fast page downloads, effective search features, and frequent product updates (Peter, Donnelly, 2013). When evaluating alternatives, designers need to consider the ease of product comparisons, product descriptions, ease of contacting customer service representatives, and a status of the availability of items (Peter, Donnelly, 2013). With the purchase evaluation, designers need to consider security and privacy issues, the checkout process, payment options, delivery options, and the ordering instructions (Peter, Donnelly, 2013). United Airlines makes navigation simple by placing their flight search table right on the home page. They also include a section for members to sign in, passengers to print their boarding pass, check a flight status, and to change or view reservations right on the home page. These are some of their most used services which are placed right in plain sight on their home page making the information users are looking for easily obtainable. When searching for a flight the speed of the page downloads is quite fast especially considering that a query is being made and information has to be sorted. The results of the search used for this study came back fast and with more information than even requested. The site included many additional options to narrow the search down and was very up to date. When a search for a flight is made the results make it easy to compare similar flights available and even points to the direction of which options could/would give passengers a lower fare. The descriptions are accurate, clear, and comprehensive enough for customers to make informed decisions when choosing a flight. Customer service can easily be reached by clicking on the top right corner of the screen no matter what page of the site you are on. When a search is made unavailable flights or booked flights are not even visible making it easy for customers to view the availability of their options. When considering the purchase made on a web site, it is clear that United has all of the issues covered from security and privacy issues to ordering instructions. United airlines guides customers from the start of their home page all the way to the end purchase with ease. The steps are clear and the purchase can be made in a reasonable amount of time. Customers have various payment options such as credit card, PayPal, or buy it now as well. Southwest Airlines uses a more simplified homepage yet still has the flight search on their home screen to allow for ease of navigation. On top of providing ease of navigation they also use their home page to advertise promotions. The speed of pages downloads is quick, the returned information was effective, and the flight schedules were all up to date on Southwest’s site. They also provided multiple flights to choose from that incorporated a variety of different prices. The promotions continued through the flight selection process as well going on to add discounts if a hotel were to be booked as well. Flight comparisons and descriptions were easy to compare and were accurate, clear, and comprehensive enough to allow consumers to make informed decisions. Something I was surprised to find about the site was that the customer service phone number was not extremely easy to locate. Customers have to click through about 3 pages before a number is given and that is after they find the tiny help icon at the top of the screen. The status of availability is done the same whereas unavailable seating or options are not even displayed to customers. Southwest covers issues of security and privacy all the way to ordering instructions. Southwest Airlines guides customers from the start of their home page all the way to the end purchase with ease. The steps are clear and the purchase can be made in a reasonable amount of time. Customers have various payment options such as credit card, PayPal, or buy it now as well. Comparing the two directly, Southwest’s homepage is more simple and easier for consumers to take in whereas United has an abundant amount of options to choose from. They are both however, very effective and successful commercial websites and follow all of the guidelines mentioned above from the text with the exception of a number for customer service being more difficult to find on Southwest’s website (Peter, Donnelly, 2013).

King Richard Essay -- History England King Richard Essays

King Richard My report is on Richard I, byname Richard the Lion-Hearted. He was born September 8, 1157 in Oxford, England. He died on April 6, 1199 in Chalus, England. His knightly manner and his prowess in the Third Crusade(1189-92) made him a popular king in his own time, as well as the hero of countless romantic legends. He has been viewed less kindly by more recent historians and scholars. Richard was the third son of Henry II and Eleanor of Aquitaine, and he was given the duchy of Aquitaine, his mother’s inheritance, at the age of 11 and was enthroned as duke at Poitiers in 1172. Richard possessed precocious political and military ability, he won fame for his knightly prowess, and quickly learned how to control the turbulent aristocracy of Poitou and Gascony. Like all Henry II’s legitimate sons, Richard had no filial piety, foresight, or sense of responsibility. He joined his brothers in the great rebellion(1173-74)against his father, who invaded Aquistaine twice before Richard submitted and received pardon. Thereafter, Richard was occupied with suppressing baronial revolts in his own duchy. His harshness infuriated the Gascons, who revolted in 1183 and called in the help of the â€Å"Young King† Henry and his brother, Geoffrey of Brittany, in an effort to drive Richard from his duchy altogether. Alarmed at the threatened disintegration of his empire, Henry II brought the feudal host of his continental lands to Richard’s aid, but the younger Henry died suddenly(June 11, 1183)and the uprising collapsed. Richard was now heir to England, and to Normandy and Anjou, and his father wished him to yield Aquitaine to his youngest brother, John. But Richard, a true southerner, would not surrender the duchy in which he had grown up. Richard received Normandy on July 20, and the English throne on September 30. Richard, unlike Philip, had only one ambition, to lead the crusade prompted by Saladin’s capture of Jerusalem in 1187. He had no conception of planning for the future of the English monarchy, and put up everything for sale to buy arms for the crusade. Yet he had not become king to preside over the dismemberment of the Angevin Empire. He broke with Philip and didn’t neglect Angevin defenses on the Continent. Open war was averted only because Philip also took the cross. Richard dipped deep into his father’s treasure and sold sherif... ...of Hubert Walter, justifier and archbishop of Canterbury. It was Richard’s impetuosity that brought him to his death at the early age of forty-two. The Vicomte of Limoges refused to hand over a hoard of gold unearthed by a local peasant. Richard laid siege to his castle of Chalus and in an unlucky moment was wounded. He died in 1199. He was buried in the abbey church of Fontevrault, where Henry II and Queen Eleanor are also buried, and his effigy is still preserved there. Richard was a thoroughgoing Angevin, irresponsible and hot-tempered, possessed of tremendous energy, and capable of great cruelty. He was more accomplished than most of his family, a soldier of consummate ability, a skillful politician, and capable of inspiring loyal service. He was a lyrical poet of considerable power and the hero of troubadours. He was both an honored and despised man. Works Cited: A History of the Crusades; Vol. 3; 1954 Richard the Lion Heart; K. Norgate; 1969 Itinerary of King Richard the First; L.Landon; 1935 Loss of Normandy 1189-1204; 2nd Edition; 1961 Eleanor of Aquitaine and the Four Kings; A. Kelly; 1950 Encyclopedia Britannica Online; www.eb.com; 1999

Attendance Monitoring with Payroll System

ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION A System Analysis and Design Project Presented to Quezon City Polytechnic University San Bartolome In Partial Fulfillment of the Requirements for the Degree of Bachelor of Science in Information Technology by: Tahum, Marilyn T. Desuyo, Gilbert D. Co, Joseph Darwin C. Lim, Tom Angel L. Professor : Mary Joy D. Vinas Professor : Elimar Ravina October 2011 SAD COORDINATOR AND IS’s HEAD ACCEPTANCE SHEET This System Analysis and Design Project entitled ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION After having been recommended and approved is hereby accepted by the Information technology Department of Quezon City Polytechnic University – San Bartolome ______________________ Ms. Lorena A. Tayamora SAD Coordinator ______________________ Ms. Maria Aura Impang IS Head October 3, 2011 PANEL’S APPROVAL SHEET This System Analysis and Design Project entitled ATTENDANCE MONITORING WITH PAYROLL SYSTEM FOR CYCLEMAR CALOOCAN CORPORATION developed by: Desuyo, Gilbert D. Co, Joseph Darwin C. Lim, Tom Angel L. Tahum, Marilyn T. after having been presented is hereby approved y the following members of the panel _____________________________________ Panelist Panelist October 3, 2011 October 3, 2011 ______________________ Lead Panelist October 3, 2011 ACKNOWLEDGEMENT Above all, the proponents would like to thank the ever loving God for giving them the wisdom and patience to finish this research. The researchers would like to express their sincerest gratitude to their parents for t heir untiring support emotionally and financially. The proponents are also thankful to Professor Mary Joy D. Vinas for editing the first, second and third chapters of this research. Special thanks to their parents, and friends who supported them. The proponents would like to extend their appreciation to Cyclemar Caloocan Corporation who willingly cooperates for the said study. To their classmates who have given full support and assurance, thank you for your time and effort. To all the people who have been the instruments for the accomplishment of this research, thank you very much!!! ABSTRACT Title:â€Å"ATTENDANCE MONITORING WITH PAYROLL SYSTEM† Proponents: GILBERT D. DESUYO JOSEPH DARWIN C. CO TOM ANGEL L. LIM MARILYN TAHUM Professor: Prof. Mary Joy Daniel Vinas Prof. Elimar Ravina Degree: Bachelor of Science in Information Technology Date Completed: October 2011 Statement of the Problem The CYCLEMAR CALOOCAN CORPORATION is a company located at 10th avenue Caloocan City. By conducting a company visit and interviews, the proponents found out that the company uses a Bundy clock in their attendance monitoring and using a manual process for the payroll. A problem that is observed using the manual system is the waste of time or the speed of the process in each payslip. Another problem is a secure place for record. From used time cards and payslips, the company’s staffs use ledgers for the transactions. As a solution to this, the proponents proposed a computerized system to be evaluated by Cyclemar. The proponents believe that the computerized system can give solution to their problems. Through computerization, these monitoring can be processed with increased speed, since their sheer volume would easily overwhelm any manual system. In developing the system, the proponents have gathered the knowledge, software and hardware requirements that are necessary for the evaluation of the computerized system. In the end of the study, the proponents expect good results at the end of the evaluation. Hypothesis There is significant difference between the proposed and the existing system in terms of accuracy, effectiveness, reliability, security and speed. Methodology The proponents used questionnaires for the gathering of data needed in determining the problems met by the employees of the Cyclemar Caloocan Corporation. Informal interview, observations and actual experiences of one of the proponents were also included in constructing the questionnaire. The questionnaire consisted of criteria that measure the manual system in terms of accuracy, effectiveness, reliability, security and speed. The first draft of the questionnaire was submitted to the professor of the proponents for corrections and suggestions. After the validity and reliability of the questionnaire has been established, the investigators then sought the approval of their Professor as well as the Manager of the Cyclemar Caloocan Corporation to allow them to conduct the study. After the approval of these authorities, the proponents’ administered the questionnaires. By the time the survey questionnaires were answered by the respondents, the proponents had gathered before the results were tallied for evaluation and interpretation. The employees of Cyclemar Caloocan Corporation were the respondents of this study. In finding out the problems, the employees and regular members were the source of data. On the other hand, the employees were the ones to evaluate the performance of the existing and the proposed system. Findings The findings of this study are presented as follows: 1. The proponents found out that the following features should be included in the proposed system to design a system that can provide information repository for the Attendance Monitoring and Accounting transactions in a computerized format, and that is capable of adding, computing, editing, deleting employees, searching records and generating reports: a. Easy access buttons b. Search bars c. Graphic for the interface d. Summary/history of the payroll transactions e. Generated reports f. Automatic computation g. Different level of access h. Error messages for wrong inputs i. Restoration of database j. Back-up for database k. Shortcut keys l. Database for username and password 2. The proponents found out that 100% of the employees believed that automatic computation and search bars should be included in the system to eliminate the burden in payroll transactions and in searching and retrieving employee’s records. Second to the most needed features for the proposed system is the automatic computation in which accurate result will be computed in a short period of time. Additionally the proponents found out that there is no significant difference between the proposed and the existing system in terms of accuracy, effectiveness, reliability, security and speed. The computed t-value of the proposed and existing system generally is greater than the critical value; hence the null hypothesis is rejected. Conclusions The proponents conclude that the most common problem of the company is the speed for which 27% of the employees believed that the system is speedy or 73% believed that the existing system does cause frequent delays in the company’s payroll transactions. In the proposed system in which the employees were the evaluator in terms of the five criteria stated above, the arithmetic weighted mean of speed increases from 2. 15 or â€Å"fair† in the existing system to 4. 2 or â€Å"excellent† in the proposed system. It shows that the proposed system will help the employees to handle membership application; savings deposit transaction, withdrawal of savings transaction, loan approval transaction, and loan release and loan payment in a speedy way. Recommendations Based on the findings and conclusion derived from this study, the proponents post the following recommendations: 1. The Attendance Monitoring with Payroll system of Cyclemar Caloocan Corporation will be implemented in the company so that the time-consuming and complex log-in/log-out of the employees will be simplified and speedy. . Digital signatures such as bar code reader will be used to determine the employee’s identity. 3. The payroll of the employees in the Accounting section will be included in the system. TABLE OF CONTENTS Title Page †¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ i Acceptance Sheet†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ii Approval Sheet†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦iii Dedication †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ iv Acknowledgement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. vi Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. vii List of Tables†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦xii List of Figures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. xiv CHAPTER I. THE PROBLEM AND ITS BACKGROUND Background of the Study1 Organizational Directory 1. Organizational Chart2 2. Duties and Responsibility3 Objectives of the Study 10 1. General Objectives10 2. Specific Objectives10 Significance of the Study11 Scope and Limitation13 Scopeof the Study13 Limitations of the Study13 Definition of Terms 14 CHAPTER IIREVIEW OF RELATED LITERATURE AND STUDIES Foreign and Local Literature16 Foreign and Local Studies18 Methodology of the Study20 1. Theoretical Framework22 2. Conceptual Framework24 CHAPTER IIISYSTEM PLANNINGA. Description of the Existing System27 1. Context Diagram27 2. DFD Diagram28 B. Problem Definition30 1. Problem Description30 2. Anticipated Business Benefits30 3. System Capabilities31 C. Project Feasibility32 1. Project Development Cost32 2. Cost – Benefit Analysis33 a. Existing System33 b. Proposed System37 CHAPTER IVSYSTEM ANALYSISA. Information Gathering Tools and Techniques41 1. Questionnaire41 2. Interview Guide41 B. Description of the Proposed System42 C. System Requirement Model421. Event Table42 2. Context Diagram/DFD Diagram/Use Case Diagram43 3. System Flowchart/Activity Diagram/Sequence Diagram45 4. Location Diagram50 CHAPTER VSYSTEM DESIGN A. Systems Design Models51 1. Screen Layout51 2. Report Layout55 B. Database Design56 1. Table Description in Normalized Form56 2. Table Relationships/Entity Relationship Diagram57 3. Data Structure58 4. Data Dictionary60 CHAPTER VIRECOMMENDATIONConclusion 62 Justification63 APPENDIX Project Schedule and Work Assignment / Gantt ChartA CertificationsB Transcript of InterviewC Survey Forms/ QuestionnairesD Sample Forms and ReportsE Screen Design F .User’s ManualG Program ListingH Floor Plan / Network LayoutI On Field PhotographJ BIBLIOGRAPHY PERSONAL VITAE CHAPTER  I THE PROBLEM AND ITS BACKGROUND Background of the Study Cyclemar Caloocan Corporation has a current system that is accessible to all employees. Which found out that Bundy clock is used to monitor their employee’s attendance and for their payroll. The system cannot provide the convenience because of lack of organize records. The system is also not reliable for departments because it is not updated and possible to loss of data. Mr. Romeo Bautista is the owner of Cyclemar Caloocan Corporation located at 336 10th Avenue Grace Park Caloocan City. In 1962, Mr. Bautista started a business by selling of bicycles and spare parts with a few employees then, the number of employees increased up to present date with multiple numbers of employees and five (5) departments. In 1969, the company started selling motorcycles and spare parts, and then in 1985, they built motorcycle units with spare parts. This is the place where you can buy genuine, OEM and replacement parts for Kawasaki, Yamaha, Suzuki, Honda, China and Taiwan motorcycles and scooters and wide and secured space for repairs and installment of accessories for your motorcycle and/or scooter. They also are accepting wholesale and retail of motorcycle spare parts. And now they are looking forward to become one of the Philippines’ leading suppliers of bikes and motorcycle. Currently, the company is successful since its establishment in 1962. Organizational directory 1. Organizational Chart Figure 1. 1 Organizational chart 2. Duties and Responsibility Accountant †¢ Prepare profit and loss statements and monthly closing and cost accounting reports. †¢ Compile and analyze financial information to prepare entries to accounts, such as general ledger accounts, and document business transactions. Establish, maintain, and coordinate the implementation of accounting and accounting control procedures. †¢ Analyze and review budgets and expenditures for local, state, federal, and private funding, contracts, and grants. †¢ Monitor and review accounting and related system reports for accuracy and completeness. †¢ Prepare and review budget, revenue, expense , payroll entries, invoices, and other accounting documents. †¢ Analyze revenue and expenditure trends and recommend appropriate budget levels, and ensure expenditure control. †¢ Explain billing invoices and accounting policies to staff, vendors and clients. Resolve accounting discrepancies. †¢ Recommend, develop and maintain financial data bases, computer software systems and manual filing systems. †¢ Supervise the input and handling of financial data and reports for the company's automated financial systems. †¢ Interact with internal and external auditors in completing audits. †¢ Other duties as assigned Human Resource Management †¢Employment and Recruiting: Interviewing, recruiting, testing, temporary labor coordination. †¢Training and Development Orientation, performance management, skills training, productivity enhancement. †¢Compensation Wage and salary administration, job descriptions, executive compensation, incentive pay, job evaluation. †¢Benefits Insurance, vacation leave administration, retirement plans, profit sharing, stock plans. †¢Employee Services Employee assistance programs, relocation services, outplacement services. †¢Employee and Community Relations Attitude surveys, labor relations, publications, labor law compliance, discipline †¢Personnel Records Information system records. †¢Health and Safety Safety inspection, drug testing, health, and wellness. †¢Strategic Planning International human resources, forecasting, planning, mergers and acquisitions. Sales Executive Maintain Market Awareness †¢ In order to tailor their sales pitches, sales executives need to keep abreast of changes in the market that impact their target audience. They must understand dips and rises in demand for clients' products, lifetime and wear of machinery, and changes in the stock market that may hinder sales. In addition, they should be aware of the sales strategies of competitors, both for their business and their clients' businesses. The more alert a sales executive is, the more accurately the needs of customers are targeted and new market opportunities identified. Meet a Bottom Line †¢ Most sales executives have quarterly and annual sales goals that they strive to meet throughout the year. To do so, they attempt to convince existing clients to increase their purchases from the company–a process which is called â€Å"upselling†Ã¢â‚¬â€œor search for new clients. Often, sales executives operate on the idea that it takes less effort to retain current customers than to find new ones, and, therefore, focus their energy on upselling. Maintain Relationships †¢ A sales executive is often a master of relationships with clients, vendors and employees. A good relationship can lead to new sales leads, increased purchasing and referrals. Sales executives put a great deal of time and energy into creating and nurturing their relationships, and make a point to offer value and opportunity wherever possible. Manage a Territory †¢ Depending on the nature of a business, a sales executive may be responsible for taking care of clients in a geographic region and be the person called with problems. Managing a specific sales territory often involves travel to meet with customers and suppliers to ensure that operations are smooth and to reinforce the strength of the relationship. Negotiate Contracts †¢ For ongoing projects or large orders, a sales executive is responsible for negotiating the terms of the sale and drawing up a contract. This ensures that both parties understand what is and is not included in the order and protects against liability. In the sale of equipment, for example, a sales executive may negotiate prices for the setup, installation and testing, in addition to the initial purchase. Retail Salesmen Sales †¢ Retail salesmen often make sales presentations to customers. They may show customers a variety of products and explain the features and benefits of each, to help the customer make an informed decision about a purchase. They also inform the customer of any sales or promotions that are currently underway or happening in the near future. Once the customer makes a decision, the salesman may also process the transaction. Customer Service †¢ Retail salesmen assist customers in locating store merchandise and handling product returns. Some salesmen may customize a product to meet a customer's needs, such as in a men's clothing store, where a salesman measures a customer for a suit fitting. They may also assist customers by carrying large items, like televisions, to their cars. Merchandising †¢ When there are no customers in their department or in the store, salesmen may perform merchandising functions. This includes building product displays and rearranging products on the shelf in accordance with a predetermined layout, known as a planogram. They may also change pricing on sales and promotional items. Store Operations †¢ In some retail establishments the salesmen will be responsible for opening or closing a store. If opening a store, the salesman must arrive in advance of the opening time to ensure that the store is ready for the day's customers. When closing, duties may include reconciling cash registers and taking the day's cash receipts to the bank for deposit. Management Functions †¢ Some salesmen may also have the responsibility of managing a department in addition to their sales duties. This can involve ordering merchandise, making work schedules and supervising the activities of other salesmen. Department managers are usually held accountable for the profitability of their departments in addition to making sales. Maintenance Manager †¢ Build a well-operated maintenance team. †¢ Assist and supervise maintenance team to handle all maintenance works. †¢ Maintain and manage highly automated office equipment. †¢ Maintain efficiency levels. †¢ Prepare maintenance budget. †¢ Initiate spare parts planning and second sourcing. †¢ Support staff and personnel to improve output achievements. †¢ Review and evaluate maintenance operations. †¢ Improvise maintenance operations to save on costs and work time. †¢ Implement best practices, standards and procedures in all maintenance functionalities. Office Staff Capable of handling day to day office work like filing, bank related work, other domestic work. †¢ Assisting in office chores †¢ Co-coordinating with vendors. Maintenance Staff Background †¢ Though specialists can develop expertise in only one trade like carpentry or plumbing, maintenance workers must be skilled in several crafts so that t hey can work on all problems that develop in a business. Duties †¢ Maintenance workers repair and maintain machines, diagnose and repair electrical or plumbing problems, paint and fix the facility structure, and adjust computer, heating or cooling systems. Objectives of the Study 1. General Objective †¢ The main objective of the study is to enhance the attendance monitoring system using a barcode scanner that will improve the daily attendance as well as salary process of each employee efficient. 2. Specific Objectives †¢ The study aims to have user maintenance that will secure the system towards the non-trusted personnel or those people outside the office. †¢ The study aims to create a difference from their current when it comes to the design. †¢ The study aims to strengthen a module for attendance monitoring of the employees. The study aims to developed efficiently salary of each employee †¢ The study aims to create a module that will give a summarize list of report of the payroll of the employees. Significance of the Study This study will have significant effort in promoting the good work environment in workplace and motivations of its employees. This will become beneficial to the employer and employee in str ategic management. By understanding the attendance monitoring and benefits of payroll processing, this research will be assured of a competitive advantage. Moreover, this study will be helpful to the management and business practitioners in training and informing them in the area of human resources management, objectives, and strategies. It will also serve as a future reference for researchers on the subject of human resources and corporate companies. And importantly, this research will educate employee in deciding on whether an industry e. g. business industry is really fulfilling its responsibility to the community or is just showing off to promote the management. COMPANY After the implementation, the system will be able to meet all the need of the company regarding the attendance monitoring and payroll process made in the company. It also provides efficient ways on the employees’ record. MANAGEMENT Regarding the attendance monitoring with payroll made in the company, the management will also be benefited when it comes to managing and manipulating payroll process. It also provides reports that will help the management to view all records of the employee study made inside. PERSONNEL Personnel and staff/employee will be the only that is most important because they are the one who will used and focus the system. They will have a clear understanding about the system because of the clear and appropriate design made by the proponents. They will also have a convenient and easy monitoring of Daily Time Record (DTR) of the employees. PROPONENTS This project helps the proponent to enhance their technical skills, communication skills, project management skills, interpersonal skills and also in programming skills. Aside from that, the proponent will have a better understanding regarding the attendance monitoring with payroll system by the management. Scope and Limitation Scope of the study This study â€Å"Attendance Monitoring with Payroll System† will enhance the capability of the attendance in Cyclemar Corporation by changing from Bundy clock to Bar code reader monitoring device of the employee for making efficient payroll system. It includes the features that can Add Employees record, Edit Employees information, Delete Employees record, print / Save the Pay Slip of each employee and Updating Employees information as well as the Weekly Salary, Cash advance, the rate per day, overtime, Gross payment, Net pay, and Deduction such as withholding tax and SSS, adding up with a log-in log-out process for security purpose. Limitation of the study The study, â€Å"Attendance Monitoring with Payroll System† does not cover the attendance of executive staff such as the Owner, trainees and security staff such as the security guard due to the company pays them through a security agency. Also the study does not cover the sales and inventory of the company and the Accounting department will only use the system for the salaries and wages of the employees and other accounting functions are not covered. Also the HR department will only use to check and verify the attendance of the employees and does not cover the other functions of the HR such as hiring new employees. /Definition of Terms Attendance: the number of employees present Barcode reader:   Is an electronic device for reading printed  barcodes. Like a  flatbed scanner, it consists of a light source, a lens and a light sensor translating optical impulses into electrical ones. Additionally, nearly all barcode readers contain  decoder  circuitry analyzing the barcode's image data provided by the sensor and sending the barcode's content to the scanner's utput port. Bundy Clock: A time clock, sometimes known as a clock card machine or punch clock or time recorder. Computer software: Is the collection of computer programs and related data that provide the instructions telling a computer what to do. Database:   Is an organized collection of  data  for one or more purposes, usually in digital form. The data are typi cally organized to model relevant aspects of reality. DTR: Daily Time Record list of the log-in / log-out record of the employee. Employee: A person in the service of another under any contract of hire, express or implied, oral or written, where the employer has the power or right to control and direct the employee in the material details of how the work is to be performed. Lilo: Log-in and Log-out. Operating system (OS): Is a set of system software programs in a computer that regulate the ways application software programs use the computer hardware and the ways that users control the computer. Original equipment manufacturer (OEM): Refers to the company that originally manufactured the product. When referring to automotive parts, OEM designates a replacement part made by the manufacturer of the original part. Pay slip:   Is traditionally a paper document (a  cheque) issued by an  employer  to  pay  an employee  for services rendered. In recent times, the physical paycheck has been increasingly replaced by electronic  direct deposit  to bank accounts. Such employees may still receive a pay slip, but any attached cheque is marked as  non-negotiable  and cannot be cashed. Payroll:   Is the sum of all  financial  records of  salaries  for an employee,  wages, bonuses and  deductions. In accounting, payroll refers to the amount paid to employees for services they provided during a certain period of time. SQL: (Structured Query Language) is a  programming language  designed for managing data in  relational database management systems  (RDBMS). System: a system of elements that cross in the manner of threads in a net that are related or connected may fluctuate in quantity and value. System Development Life Cycle (SDLC): Is the process of creating or altering systems, and the models and methodologies that people use to develop of these systems. Visual Basic . NET (VB. NET): Is a version of Microsoft's Visual Basic that was designed, as part of the company's . NET product group, to make Web services applications easier to develop. CHAPTER  II REVIEW OF RELATED LITERATURE AND STUDIES Foreign and Local Literature Foreign Literature According to Primer (2005), for many businesses automating the collecting of employee attendance data when employees begin their shifts is still a manual  process. Even business that has automated or computerized processes such as scheduling, inventory, purchasing, general ledger and payroll processing still use manual methods such as time cards or attendance sheets to collect time and attendance data. NOVAtime (2007), the system that will give management the power to not only utilize the tools we have available to us today, but will continue to grow and evolve, giving it the capability to incorporate and utilize the tools the new millennium promises to bring us. NOVAtime has brought a system designed for growth while maintaining the maximum in flexibility. Where the sophistication lies within the programmed mechanism of the system, allowing for a quick and simple implementation and employee training cycle. After all the true test of a system is not only in the production and wealth of  reporting, but in the simplicity and ease of its operation, in conjunction with a simple and accommodating implementation program. Local Literature Aquilan (2004) made a comparable thesis on the automation of time attendance that records the time in and time out of every employee using barcode system. It tends to eliminate the manual recording system of time and attendance and also include salary computation of each employee based on the time and attendance reports. Ramon Faloran (2005) wrote in the article â€Å"The Computer Edge of the New Employment and Opportunities â€Å"in the Philippine Daily Inquirer. He stated that computer gives you a different feeling about what is happening in the company. Business will be highly competitive and innovative because the computer provides instant information. Cantoma (2004) in her thesis entitled â€Å"Computer Library System for St. James Academy† stated that, in manual system in retrieving, maintaining security and piling records take place because of the years gone by. Furthermore, these files were only kept in envelopes and folders in wooden rocks. There are also instances when the right information is given to a wrong person, which affect quality of service. Foreign and Local Studies Foreign Study Columbia State Community College (2006) uses computer identification account (Log In Name and Password) for access to the institutions computer usage logs occurs electrically through the individual users log in/out process. Users are also informed that they are responsible for any computer file’s, database and/or  internet sites that are accessed through their computer identification account, notwithstanding their failure to adhere to the log in/out process, on their voluntary  publication of their account information to others. Local Studies Mendrez (2007) made a similar study for Vision Designer Inc. It has an identification machine aimed at verifying a person entering through the swiping of  identification cards. After entering their given code number, the identification cards are swiped in the machines card reader to trigger the verification. If access granted, the micro switch will then automatically unlock to allow enter. This will help a lot in monitoring attendances accurately and more precise. A group of computer engineers in Rebisco Biscuits Corporation proposed a thesis report for what is the same Innodata Corps is implementing right now computerized daily time record as an alternative for Bundy clock. The means of  getting inside the company premises is by swiping cards into a machine that reads every record of each employee then monitor and displays the time a particular  employee logs in and out. In the 2005 annual report of the Forest Products Research and Development Institute under the Department of Science and Technology, it is said that,   Ã¢â‚¬Å"The computerized database and attendance on Forest Products Research and Development Institute was designed to facilitate the Institute's data entry,  processing, computation and maintenance of employee time and attendance transactions. The system allows employees to log in/out as the swipe their IDs through a barcode reader attached to a computer terminal. The processing forms include those for legal holidays, travel order, tardiness, under time, vacation and sick  leave. Pertinent Report forms have been designed for easier access to all these data. Attendance Monitoring with Payroll System Attendance Monitoring with Payroll System is the key to proficient and successful time tracking and management in your workplace. It is a software-based time and attendance system that allows the user to collect and organize employee time data simply and accurately. You can use our system to: †¢ Easily and efficiently track your employee time. †¢ Manage your time & attendance data and employee profiles. †¢ Reduce the headaches and time associated with payroll. Best of all, Our Attendance Monitoring with Payroll System can quickly pay for itself in time savings, reduction of time theft and elimination of payroll errors. Methodology of the Study Software Development Life Cycle (SDLC) Model Employee The relevance of System Development Life Cycle to this study is that it typically provides an approach in problem solving and is made up of several phases. The SDLC approach explains that a project must have requirement analysis and how project planning begins that is essential for this research. The proponents use a use case diagram because it describes a sequence of actions that provide something of measurable value to an actor and is drawn as a horizontal ellipse. This study need to use an Use Case Development life Cycle because it typically explain the activities performed in a software development project such as requirements description of steps or actions between a user or â€Å"actor† and a software system which leads the user towards something useful. The proponents chose this because documentation is produced at an early stage of the development. The requirement analysis identifies and defines the need for the new system. It analyzes the information needs of the end users and creates a blueprint with the necessary specifications for the hardware, software, people and data resources. In the design phase, the proponents made a plan on how to solve the problems specified by the requirement document. It is also in this phase where the proponents identified the modules to be developed on the software to produce the desired results 1. Theoretical Framework Figure 2. 2 The diagram in figure 2. shows the theoretical framework of Attendance Monitoring with Payroll system. The study was from the concept of Transaction Processing System (TPS). The input starts when the employee log-in and log-out through barcode reader, in which the system will automatically read each barcode ID. The process inside the system includes the process being made between the employee and accounting department. The system computes the number of hours which the employee attendance by the Daily time Record (DTR), the attendance made as well as payroll. The system also store and display data about how employee transact with the accounting department. The attendance report by the company was recorded in the database. All process being made is recorded in the system. As a log-in and log-out being processed by the system, it is capable of generating reports like the number of hour attends; taxes, net par and gross pay as well as salary. This process will serve as a summary of information from the system as an attendance monitoring. 2. Conceptual framework On the basis of the foregoing concepts, theories, and findings of related literature, studies and insights taken from them, a conceptual model is develop as shown below: |INPUT | |PROCESS | |OUTPUT | |   | |   | |   | |Knowledge Requirements | |System Analysis | | | |a. Barcode reader | | | |Attendance monitoring using | | | | | |barcode reader with payroll | | | |a. Requirement Analysis | |system for CycleMar Caloocan | | | |b. Requirement Definition | |Corporation | | | | | | | | | | | | | | | | | | | | | |Software Design | | | |a. Windows 7 OS | |a. Software Engineering | |   | |b. Visual Studio 9 | | Life Cycle | |   | |c. MySQL | |b. System Flowchart | |   | |   | |c. Context Diagram | |   | |Hardware Requirements | |d. Data Flow Diagram | |   | |- 1GB Memory | |   | |   | |-Intel Dual Core | |System Development | |   | |-Optical Mouse | |a. Scheduling of Activities | |   | |-barcode reader | |b. Program Coding | |   | |   | |   | |   | |   | |   | |   | | | |   | |   | Figure 2. 3 INPUT 1. Knowledge Requirements The following are the knowledge requirements for the study. The proponents must have knowledge on barcode reader. The team must also have knowledge regarding Payroll system how they work and processes involved inside attendance monitoring with payroll system. 2. Software Requirements These are the software requirements of the system. The proponents used Windows 7 as their Operating System and Visual Studio 9 as their programming language. In their system database, the proponents used MySQL for storing of data and information. 3. Hardware Requirements There are two hardware requirements for the study. The processor of the computer must at least be Pentium IV and the RAM memory is 1GB. Barcode reader will be used to scan the barcode image printed in the employees ID. PROCESS 1. System Analysis The proponents must analyze the company's problem in order to design a system based on the needs of the company. They identified the company’s problem and specify a solution according to the problem. The proponents conducted interview and gathered information about the process under existing system of the company. 2. System Design The proponents designed a computerized system on attendance monitoring and payroll system. The number of hours will be recorded to the computer-based log-in and log-out system database. If an employee scans his/her Identification Card (ID), the system will record his/her log-in time and when the employee logs-out, the employee will scan again his/her I. D. Then when the payday comes, the accountant will release the pay slip of the employees. 3. System Development The proponents had six (6) months to do the research. In the first two months, the team gathered all the needed information for the study. On the third month, the team made the system’s flowchart and program flowchart. The third and fourth months, the team did the encoding of program, the making and designing of the database, connecting the barcode device to the system and database. On the fifth and sixth months, the system was evaluated and tested according to its function. The proponents expected the barcode reader was to be more or less than Php 2,000. 00 I. OUTPUT After the planning stage, gathering of relevant information, making and debugging the program and after six consecutive months of making the study, the computerized log-in and log-out was developed. The performance of this system will be tested by conducting lot of testing for trial and error. The system was evaluated by the company. CHAPTER  III SYSTEM PLANNING A. Description of the Existing System 1. Context Diagram Figure 3. 1 Context Diagram of attendance monitoring with payroll system 2. Data Flow Diagram Figure 3. 2. 1 attendance monitoring with payroll system Figure 3. 2. 2 Extracted data flow diagram for attendance monitoring. B. Problem Definition 1. Problem Description CycleMar Caloocan Corporation has a multiple number of employees that they managed in every department especially in the Retails and Whole Sales department. The problem was in the Attendance Monitoring and Payroll System. The company was using a Bundy Clock for their Attendance monitoring of the employees. The Bundy clock will not run if there’s no time card. The problem occurs when the records of the Attendance is being process for their Payroll System. When the payroll was process, they will record the attendance of each employee manually. So, the attendance records of the employees save manually and it takes a lot of time consuming to do that. The other problem is the space need to store the used time cards. In the payroll system, they compute manually depend on the level of the salaries and deductions of each employee. 2. Anticipated Business Benefits The company benefits to be obtained from the new system for Attendance Monitoring for Payroll System for CycleMar Caloocan Corporation are to integrate its technological component. More immediate benefits include the following: †¢ Computerized attendance Monitoring System †¢ Reduce data redundancy †¢ User friendly Monitoring System for Payroll System †¢ Easy to identify records †¢ Have a database server to support the monitoring and payroll records †¢ Secure records and information of the entire system †¢ Have a data report †¢ Process transaction efficiency 3. System Capabilities To obtain corporation benefit listed previously, the users support subsystem will include the following capabilities. SUBSYSTEMS |CAPABILITIES | |Attendance Monitoring |Computerize Login and Logout to record data. | | |Have an efficient Attendance Monitoring. | | |Have a new and Effective device. (Barcode Reader) for employee’s ID. | |Application (Employee) |Eas y to record a new employees. | | |Update employee’s record. | | |Maintain reliable storage information of each employee. | |Payroll |Have reliable records of the employees to compute salaries. | |Maintain reliable storage information of each employee in terms of salaries. | Figure 3. 1 system capabilities C. Project Feasibility 1. Project Development Cost Personnel |Position |Salary | |Project Manager |PHP 25,000. 00 | |Senior Technical Specialist |PHP 20,000. 00 | |System Analyst |PHP 17,500. 0 | |Database Analyst |PHP 16,500. 00 | |Programmer |PHP 15,000. 00 | |Total |PHP 94,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |3 |Intel Celeron (PC Set) |PHP 11,960. 00 |PHP 35,880. 0 | |1 |C10-W |PHP 1,580. 00 |PHP 1,580. 00 | | |Contact Barcode Scanner | | | |1 |TP-Link SF-1008D 8-port Switch |PHP 720. 00 |PHP 720. 00 | | |(Network Switch) | | | |3 |APC BE-500R-PH ES500va black |PHP 2,540. 00 |PHP 7,620. 0 | | |(UPS/AVR) | | | | | |PHP 16,800. 00 |PHP 45,800. 00 | Software |Quantity |Particular |Price |Total Price | |3 |Microsoft Windows 7 Professional|PHP 7,160. 00 |PHP 21,480. 00 | |2 |Microsoft Office 2010 Home and |PHP 9,330. 00 |PHP 18,660. 0 | | |Business | | | | | |PHP 16,490. 00 |PHP 40,140. 00 | Furniture and Fixtures |Quantity |Particular |Price |Total Price | |2 |Computer Chair |PHP 770 |PHP 2,310. 00 | |3 |Office Table |PHP 900 |PHP 2,700. 0 | | | |PHP 1,670. 00 |PHP 5,010. 00 | Expenses |Particular |Amount | |Training Expenses |PHP 15,000. 00 | |Transportation |PHP 3,000. 00 | | |PHP 18,000. 00 | Summary Particular |Amount | |Personnel |PHP 94,000. 00 | |Hardware |PHP 45,800. 00 | |Software |PHP 40,140. 00 | |Furniture and Fixture |PHP 5,010. 00 | |Expenses |PHP 18,000. 0 | | |PHP 202,950. 00 | 2. Cost – Benefit Analysis |Personnel |Number |No. of Working Days |Hours/Day |Rate/Day | |Accountant Head |1 |20,000. 00 |20,000. 00 |240,000. 00 | |Accountant |10 |12,000. 00 |12,000. 00 |144,000. 00 | |Office Staff |40 |10,000. 00 |10,000. 00 |120,000. 0 | |Secretary |7 |9,000. 00 |9,000. 00 |108,000. 00 | |Sales Executive Head |1 |15,000. 00 |15,000. 00 |180,000. 00 | |Sales Executive |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Sales Staff |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Retail Head |1 |22,000. 00 |22,000. 00 |264,000. 0 | |Sales Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Maintenance Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Maintenance Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Service Advisor |20 |12,000. 00 |12,000. 00 |144,000. 00 | |Unit Head |1 |25,000. 0 |25,000. 00 |300,000. 00 | |Unit Staff |30 |9,500. 00 |9,500. 00 |114,000. 00 | | | | |2,187,178. 00 |2,394,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |1 |Bundy Clock |3,500. 00 |3,500. 00 | Stationeries and Supplies Quantity |Particular |Price |Total | |200 pieces |Time Card |119. 75 |239. 50 | |1 pieces |Ball pen |15. 00 |15. 00 | | | | |254. 50 | Expenses |Particular |Amount | |Hardwar e |PHP 3,500. 0 | |Stationeries and Supplies |PHP 254. 50 | |Total |PHP 3,754. 50 | Summary Existing Cost |Particular |Amount | |Personnel |PHP 2,394,000. 00 | |Expenses |PHP 3,754. 0 | |Total |PHP 2,397,754. 50 | Present Value Analysis |Year |Present Value (15%) |Existing System | |0 |1. 000 |2,397,754. 50 | |1 |0. 869 |2,083,648. 600 | |2 |0. 756 |1,812,702. 02 | |3 |0. 657 |1,575,324. 706 | |4 |0. 572 |1,372,515. 574 | |5 |0. 497 |1,191,683. 986 | |6 |0. 432 |1,035,829. 944 | | | |11,469,459. 712 | An Analysis and Design of Cyclemar Caloocan Corporation B. Cost Analysis of the Proposed System Personnel Monthly Salary |Personnel |Number |No. of Working Days |Hours/Day |Rate/Day | |System Administrator |2 |13,000. 00 |13,000. 00 |312,000. 00 | |Accountant Head |1 |20,000. 00 |20,000. 00 |240,000. 00 | |Accountant |10 |12,000. 00 |12,000. 00 |144,000. 0 | |Office Staff |40 |10,000. 00 |10,000. 00 |120,000. 00 | |Secretary |7 |9,000. 00 |9,000. 00 |108,000. 00 | |Sales Executive Head |1 |15,000. 00 |15,000. 00 |180,000. 00 | |Sales Executive |10 |10,000. 00 |10,000. 00 |120,000. 00 | |Sales Staff |10 |10,000. 00 |10,000. 00 |120,000. 0 | |Retail Head |1 |22,000. 00 |22,000. 00 |264,000. 00 | |Sales Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Maintenance Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Maintenance Staff |50 |10,000. 00 |10,000. 00 |120,000. 00 | |Service Advisor |20 |12,000. 00 |12,000. 00 |144,000. 0 | |Unit Head |1 |25,000. 00 |25,000. 00 |300,000. 00 | |Unit Staff |30 |9,500. 00 |9,500. 00 |114,000. 00 | | | | |2,200,178. 00 |2,706,000. 00 | Hardware |Quantity |Particular |Price |Total Price | |3 |Intel Celeron (PC Set) |PHP 11,960. 00 |PHP 35,880. 0 | |1 |C10-W |PHP 1,580. 00 |PHP 1,580. 00 | | |Contact Barcode Scanner | | | |1 |TP-Link SF-1008D 8-port Switch |PHP 720. 00 |PHP 720. 00 | | |(Network Switch) | | | |3 |APC BE-500R-PH ES500va black |PHP 2,540. 00 |PHP 7,620. 0 | | |(UPS/AVR) | | | | | |PHP 16,800. 00 |PHP 45,800. 00 | Software |Quantity |Particular |Price |Total Price | |3 |Microsoft Windows 7 Professional|PHP 7,160. 00 |PHP 21,480. 00 | |2 |Microsoft Office 2010 Home and |PHP 9,330. 00 |PHP 18,660. 0 | | |Business | | | | | |PHP 16,490. 00 |PHP 40,140. 00 | Furniture and Fixtures |Quantity |Particular |Price |Total Price | |2 |Computer Chair |PHP 770 |PHP 2,310. 00 | |3 |Office Table |PHP 900 |PHP 2,700. 0 | | | |PHP 1,670. 00 |PHP 5,010. 00 | Stationeries and Supplies |Quantity |Particular |Price |Total | |5 Ream |Bond Paper |185. 00 |925. 00 | |24 |Black Ink |50. 00 |1,200. 00 | |24 |Color Ink |90. 0 |2,160. 00 | | | | |4,285. 00 | Expenses |Particular |Existing System |Proposed System | |Personnel |2,394,000. 00 |2,706,000. 00 | |Hardware |3,500. 00 |45,800. 00 | |Software |0. 0 |40,140. 00 | |Furniture and Fixtures |0. 00 |5,010. 00 | |Stationeries and Supplies |254. 50 |4,285. 00 | |Equipment Annual Maintenance |—————— |36,000. 00 | |Total |2,397,754. 50 |2,837,235. 00 | CHAPTER  IV SYSTEM ANALYSIS INFORMATION GATHERING TOOL AND TECHNIQUES A. Questionnaire This questionnaire is distributed in order to gather information regarding the role of personality questionnaire in human resource processes as well as its advantages and disadvantages. Through your participation, the study will be able to make possible recommendations that will highlight the functions of personality questionnaire and the guidelines for its appropriate utilization. The following questions that you will read below pertain to your perception on the use of personality questionnaire in recruiting and appraising applicants or employees. Kindly encircle the number of your choice in answering this questionnaire. Please answer the questions as honestly as possible. Thank you very much for your cooperation. B. GUIDE QUESTION The specific guide question is relate from the CycleMar Caloocan Corp. The question is about the company’s Attendance Monitoring for Payroll System. Our guide question for CycleMar Caloocan Corporation is the following: †¢ Who is the Owner of the company? †¢ What was the History of the company? †¢ What is the Organizational Chart of the company? †¢ What is the existing system of the company? †¢ What is the problem about the existing system of the company? †¢ When the problem of the system happened? †¢ Where the problem happened? †¢ What is the process of their attendance monitoring and payroll system? †¢ Who are involved in the system? †¢ How many are the employees? †¢ How many departments are there in their company? †¢   What Is a Time and Attendance Tracking Method? Description of the proposed system Cyclemar Caloocan Corporation uses a Bundy clock to record the attendance monitoring of the employees. In this reason we are urged to create a computerized attendance monitoring with payroll system that will record the attendance of the employees’ time-in and time-out of every department for also the processing of the salary. Solutions to problems Create a computerized attendance monitoring with payroll system that record fast and accurate employees’ attendance. The manual system losses its data from the previous records so the proponents were urged to create a long term archive of data that will benefit the company in the future. Losses of materials is an everyday routine and cannot be eliminated but according to our research and own observations the losses that the company was getting for this past years can be minimize by creating a proper designation of materials to every staff, in that way each material can be properly monitored during a certain event. Context Diagram [pic] Data Flow Diagram [pic] [pic] [pic] [pic] [pic] [pic] [pic] CHAPTER  V SYSTEM DESIGN SPECIFICATION AND IMPLEMENTATION A. Systems Design Models 1. Screen Layout USER LOGIN DTR (Daily Rime Record) Form Administator Form Add User Form (Administrator) Human Resource Home Form Human Resource Employee's Record Form Human Resource Logged Form Accounting Home Form Accounting Payroll Form Accounting Payroll Summary Form 2. Report Layout Organizational Directory B. Database Design 1. Table Description in Normalized Form |Table Name |Nos. f Fields |Description | |tbl_emp |8 |Employee's Informations | |tbl_logged |5 |Employee's Logged | |tbl_pay roll |10 |Payroll datas of employees | |tbl_total |5 |Total of Earnings, Deductions and Hours | |tbl_user |4 |User's Logged informations | 2. Table Relationships/Entity Relationship Diagram One to Many Relationship 3. Data Structure tbl_emp tbl_logged tbl_payroll tbl_total tbl_user 4. Data Dictionary Table Name: tbl_emp – Employee's Information |id_num |INTEGER |Unique number for each employee | |Lastname |VARCHAR(45) |Employee's Surname | |Fname VARCHAR(45) |Employee's Given Name | |MidName |VARCHAR(45) |Employee's Middle Name | |Gender |VARCHAR(10) |Employee's Gender | |Status |VARCHAR(20) |Employee's Status | |Position |VARCHAR(45) |Position of employee

Me Imperturbe- Walt Whitman Essay

The word imperturbe means care-free. The title of the poem, Me Imperturbe, means I am carefree. The poem starts off with Walt standing out in nature. As Walt stands out in nature he feels as if he is the master of everything and still has confidence even as the world is in turmoil. These things inspire him to find peace, the will to do things, and silence. When he is out in Nature, things such as â€Å"occupation, poverty, notoriety, foibles, crimes† (line 4) are not as important as they are made out to be. Walt wants to be on a permanent vacation, â€Å"Me toward the Mexican sea, or in the Mannahatta or the Tennessee†( line 6) are some of the places that he wants to be. If he wanted to become â€Å"A river man, or a man of the woods or any farm-life of these† (line 8) then he would do it. He could live in the â€Å"States or of the coast, or the lakes or Kanada† (line 9). Walt is saying that wherever he lives, he always has a backup plan and is going to t ake things as they come. In this poem, Walt wants to live prehistoric out in nature and feels as if this is the best way to do it. He wants to live his life the way he wants to live it and not follow society’s way of how someone is supposed to live. This makes sense coming from Whitman, because he is sort of rebellious in the way he does things and writes poetry. People are always worried about their job, or their fame, hardships in someone’s life is not as important as they are made out to be. Whitman is saying that we cannot simply follow the rules to enjoy life. Sometimes, one has to do things to make themselves happy. No matter how famous or rich someone is, if they do not enjoy what they are doing then there is not a driving force in living. Overall, Walt is saying that if it is not something one enjoys, then do not do it. Do what is going to bring one the most happiness. Me imperturbe has no consistent rhyme scheme or meter, so this poem is written in free verse. This poem’s main theme is to live your life the way you want it to be lived, and how you are living is always changing. With the application of free verse, it follows the poems main theme. Whitman uses repetition in this poem as well. The word â€Å"Me† is used at the beginning of lines 1, 6, and 10; which indicates that he is doing what brings him happiness. Also, throughout this poem, Whitman uses Cadence. While reading this poem, the reader feels as if Whitman is speaking directly to them, for example â€Å"O to be self-balanced for contingencies† (line 10). The letter â€Å"O† indicates that Whitman is speaking to the reader. Whitman also incorporates catalog. For example, â€Å"Finding my occupation, poverty, notoriety, foibles, crimes† (line 4). It is also used to conclude the poem, â€Å"To confront night, storms, hunger, ridicule, accidents, rebuffs† (line 12). Whitman uses diction to get his point across. He applies a lot of descriptive words to describe his love of freedom as opposed to conformity. Words such as â€Å"passive, receptive† (line 3) imply that being free is peaceful and things such as ones job, financial situation, or problems are less important than being free.

Case analysis Sharpe BMW car dealership and service centre

Case analysis Sharpe BMW car dealership and service centre Introduction The Sharpe BMW is an automobile dealership company that survives chiefly like what most companies survive on: automobile sales and services such as maintenance. The company has experienced a new fall over the years which Sharpe BMW have predicted to have been caused by the changing of the headship in which the company has experienced victory.Advertising We will write a custom report sample on Case analysis: Sharpe BMW car dealership and service centre specifically for you for only $16.05 $11/page Learn More The adjustment in the management allegedly reduced client rankings and the revenues and profit margins of the automobile dealership company. However, latest improvements made an immediate change when the top management decided that it required an adjustment in the company in order that it would be capable of meeting the sector margin and preferably, the victorious margins that the firm has attained previously under the headship of the former service boss. Tom Dunn, the service manager and Bob Deshane, presented a proposal to the firm administration that would absolutely return the years when the Customer Satisfaction Index (CSI), which has been infecting Sharpe BMW, was strong. The CSI was identified as a cause of low service quality in the automobile dealership industry in the region. Among the issues that should be solved in the plan, the technicians feel that the plan was an excellent concept the sole problem of which is the bonus would be so inadequate on their side. Adding a supplementary reality were the observations of Sharpe BMW technician that he would be comfortable performing more warranty tasks as this would provide him with more salary. The other employee, however, was positive concerning the new plan. The technician remarked that the Customer Satisfaction Index offers extra details and concentrates on an aspect that is not actually useful as that aspect is beyond the reach of the technicians. He as well co mmented that the new plan in addition granted the employees a more than congratulate recognition that further encourages the employees (Kenneth Whitten 2007).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More To add more trouble to Bob Deshane’s problem is that the task ahead of him specified that his work’s requirements comprise the focus on growing the service section’s income and on increasing the Customer Satisfaction Index ranking of the service unit. Deshane understood then that the assignment ahead of him is in line with the new plan, but would include the amending of a number of items that are associated with the service section. Deshane’s predicament includes that the integration of the plan would not be assured to work and bring an excellent result and that everybody would be pleased. To make things harder, Deshane think of the likelihood of t hat the plan or the integration would have a number of flaws and would have a likelihood that it would not work. Background As the issue comprises the plan and the judgment that must be made by the director, Bob Deshane, the initial step that the report has to focus on would be the company situation and the new plan’s merits and demerits. In an attempt of stemming deteriorating service unit incomes and low CSI scores, Bob Deshane, the Service Director of Sharpe BMW had created an action plan that alters the way technicians are paid (Herrnstadt 2007). The task of executing the bonus plan falls to Tom Dunn, the freshly recruited Service administrator. Dunn must develop an extensive plan for implementing such organizational change. The setting of the case – a small car dealership – offers both familiarity and sympathy, with the role faced by the service manager. There are two key objectives here. First, has the compensation plan been structured in a suitable way an d does the organizational procedure seem right? Second, what is the complexity of the assignment ahead of employees who have to bring a change in the service department?Advertising We will write a custom report sample on Case analysis: Sharpe BMW car dealership and service centre specifically for you for only $16.05 $11/page Learn More Objective of the report The report is an attempt of developing an outline of implementation which discuses the exact steps that Dunn ought to follow with a view of ensuring that Deshane’s strategy is effectively executed. The report will focus on: Providing a chance to use performance administration solutions, particularly a compensation system change. Diagnosing and applying design process to a pay system intervention Designing a change management plan Discussion queries The case involves two queries. These include: What do you see as the merits and demerits of the suggested bonus strategy? Based on the details in the Sharpe BMW case, prepare an execution strategy for Dunn to follow? Analysis of the current plan Prior to embarking into such significant queries, it is worth organizing the case scenario into an organized change process format. Particularly, how did the service manager find himself in this scenario and does that create issues? The case involves the following issues: Service department’s revenues Dealership’s customer satisfaction index Service technician’s labour market The case offers an assortment of details concerning the current compensation plan in addition to some pieces of information regarding how the evaluation (although non-formal) was carried out. The current pay plan exists in a more enormous performance coordination model context. Specifically the present plan of warranty reward and client payment is closely associated with the client satisfaction index plan (Hassin 2010; Long 2006). We can borrow and adapt the procedure for a successful empl oyee appraisal plan in addition to the procedure for a successful compensation plan in assessing the association of these two criteria. Pros and cons of the current CSI The customer satisfaction index model can be evaluated as follows:Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Relevance – the client satisfaction index method ranks well on relevance as marks are transferred to the company every four weeks (Mclean 2009). Exactness – the precision of the client satisfaction index score can be disputed. It includes survey feedbacks. Only one of eight queries associates with technician attitudes and only four of five bring about a rating of 85%. A client bringing his or her vehicle in for a warranty fix, in the best scenario, cannot be a pleased client and thus the probability to rate the general service experience as excellent (100%) cannot be high regardless of how good the technicians perform (Chew Cheng 2006). Recognition – there is little recognition of the client satisfaction index plan as an applicable dimension. Under the present plan, an employee is not paid at all for good client satisfaction index score, so there is slight opportunity he or she would agree being controlled by it (Magal Word 2012). Generally, the client satis faction index plan does not have lots of inspiring potential as a performance response model, particularly for the technician. Pros/ cons of the current pay plan The present compensation plan can be evaluated as follows: Relevance – even though no particular details are available, it is possibly reasonable in assuming that under the present model, a technician is remunerated on a monthly basis. Relevance of the pay is consequently judicious. Availability – here the query is whether remunerations are available. Based on the old model, the response is that there is no an extra incentive or appreciation awarded beyond the present hourly remuneration rate. Not to be assumed, however, is the actual uncertainty that a qualified technician is hard to get and there is an opportunity for the technician in other service enterprises. Performance possibility – is there a link between remuneration and good service. The response here is no. A technician in the new plan is si mply rewarded based on the job he or she performs (warranty payment versus client payment) Equity – the plan seems to be fair as far as intrinsic and extrinsic equity is concerned. Visibility – the current plan lacks visibility. However, it is perhaps realistic in assuming that a non-formal plan in the service unit exists (Stinson Smith 2007). A technician perhaps knows who gets what job and if or not some people are receiving higher proportions of warranty versus customer pay job. In general, the current reward plan is possibly average in its inspiring potential. The most fragile factors are performance possibility and availability. The configuration between the current plan and new plan is not good. Basically, the communication model determines the worker attitude that is not being paid but for which top management is being recognized. It is no doubt the top managers at Sharpe BMW have selected the pay plan as the primary switch for change. It is not likely that th e managers would be capable of changing Sharpe’s business model. As far as the analytic process is concerned, the Sharpe BMW case leaves the tough feeling that the analysis was performed approximately totally by Bob Deshane (Burke 2011). As an outcome, we can forecast that the technical employees will probably be doubtful and show as a minimum some resistance to the execution of the current pay plan. The senior technician’s comment in the case is suggestive of this resistance (Bloodgood Morrow 2003). Executing the new pay plan Given the merits and demerits of the existing performance coordination approach and the way the analytic phases were carried out, we can resort to the query of execution. Dunn’s responsibility in execution As a service administrator in a car dealership, Tom Dunn is a central administrator. For Dunn, top managers want improved CSI scores, while his workers want to be fairly rewarded for their contribution. Dunn’s work is that of fin ding a common ground, of getting a technician to understand the need for a reward alteration system (or the significance of precisely executing Deshane’s system) and, at the same time, assure that the new system attains top managers’ objective of advanced CSI scores. Basically, Dunn is the change executor and therefore must balance the requirements of the management as well as anticipations of the workers (the technicians). Execution plan There are 2 methods to think regarding the establishment of an execution design. In the first scenario, the service manager can conduct a force-field investigation and generate a change approach derived from that investigation. On the other hand, Dunn can follow a change implementation design (Zhu Meredith 2003). Table 1: Force-field investigation Forces for change Forces opposing Dwindling CSI rankings Directors chance for higher bonuses Current pay plan Technicians present way to think regarding rewards Knowing the nee d for change New plan does not improve payment that much Association between CSI rating and attempt not clear Relation between payment and performance not in the control of technicians The likely change is not equivalent to the effort. New pay plan The new plan brings in another measure – CSI scores – that influences technicians’ bonuses, and that ranking is not in their favour. As an outcome, it is possible that a technician would oppose. Managing change Once the service manager has understood the scope of the change via a force-field assessment, Dunn must craft an execution strategy. Dunn may have to choose whether he would conduct a pilot execution (comprising, say a single technician) or an entirely fledged execution comprising all technicians. Dunn then must develop a successful method of communicating this strategy to the technicians (Barlett Ghosai 2007). Reflections Any strategy of execution that Dunn utilizes ought to stress the following core asp ects: 1. Communication – he must explain the new system completely in a way that any technician can know its impact on him or her. Dunn must start by explaining what encouraged the company towards adopting the bonus plan and the outcomes that the managers expect once the system is executed. Dunn must emphasis the gains (although small) that would go to the technicians based on the plan. Dunn as well should be specific to explain what is anticipated of the technicians, for example higher interest to warranty works. He should understand that good communication is critical to the victory of the plan. 2. Monitoring and response – after the reward system is implemented, Dunn should track it to see its result and offer response to the workers. It may encourage the workers if the manager can make public success episodes (increased CSI ratings) in addition to the bonus that a certain technician has got due to more focus on warranty job. Conclusion The case analysis aimed at as sessing the current situation of Sharpe BMW and the new plan’s pros and cons. In an effort of stemming deteriorating service unit incomes and low CSI scores, Bob Deshane, the Service Director of Sharpe BMW had created an action plan that alters the way technicians are paid. A technician has to vividly know the underlying principle for the alteration, what he or she has to do to obtain the reward, and what type of modified attitudes are anticipated of him. It may seem right for the service manager to develop real figures and indicate how technicians can increase their present salaries by enhancing their CSI ratings. Recommendation/ solution Regardless of the reward plan’s slightly better structure, executing such change may not actually assist the Sharpe BMW in the long term. The solution is to sustain customer satisfaction index ratings at an echelon satisfactory to Sharpe BMW and to senior managers. References Barlett, C Ghosai, S 2007, Managing across borders: The t ransnational solution, Harvard Business School Press, Boston. Bloodgood, J Morrow, J 2003, ‘Strategic organizational change: exploring the roles of environmental structure, internal conscious awareness and knowledge’, Journal of management studies, vol. 40 no. 7, pp. 1761-1782. Burke, W 2011, Organization Change Theory and Practice, 3rd edn, SAGE Publication, United States of America. Chew, M Cheng, J 2006, ‘Managers’ role in implementing organizational change: case of the restaurant industry in Melbourne’, Journal of global business and technology, vol. 2 no.1, pp. 58-67. 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